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The cognitive systems of human that helps in improving thinking and decision making were based upon organization culture. The multifaceted set of beliefs, assumptions and values helps in presenting different level of culture by conducting business at an effective manner. This research work try to assess the relationship between organizational culture and employee performance. This study also try determine whether organizational culture influences employee’s performance on the basis of gender. The study adopts qualitative and quantitative research design to understand the influence of perceived organizational culture on employees. Findings show that there is a significant relationship between organization culture and employee performance. Also the result of the findings show that there is no significant different in the influence of organization culture on male and female employee performance. Organizations are established for specific purpose and objectives, people also join organizations to satisfy their needs, and in so doing they contribute to organizational performance to achieve the objectives of the organization. Therefore, it is paramount that every organization develops a specific culture that will function effectively because the extent to which employees perform can be dependent on the culture of the organization as revealed from the case study. As a result of the findings of the study, the following recommendations have been made. Cultural studies dealing with organizational performance in Nigeria remain largely an uncharted course. If proper and adequate combination of human a material resource of the organization is put in place, the organization will achieve its objectives. Therefore, the culture of Dangote Group Of Company Sagamu should ensure that those employees understand the way the organization is designed to operate and its defined objectives which it is set to attain.
TABLE OF CONTENTS
TITLE PAGE…….………………………………………….……………………………………….i
CHAPTER TWO: LITERATURE REVIEW
Figure 2.1: Conceptual Framework
2.5
Critique of the Existing Literature
3.4 Sample and Sampling
Technique
3.7
Data Analysis and Presentation
DATA
ANALYSIS AND PRESENTATION OF FINDINGS
4.4
Respondents’ Gender Demographic Profile
4.4.3
Respondents’ Level of Education
4.5.1
Culture Involvement and Employee Performance
Table 4.5.1
Culture Involvement and Employee Performance at Dangote Group Of Company
Culture
Involvement and Employee Performance
Culture
Involvement and Employee Performance at Dangote Group Of Company
Employee
performance refers to how effectively an individual fulfills their duties,
responsibilities, and roles within an organization. It is a critical factor
influencing organizational success, growth, and sustainability. Researchers
have extensively studied employee performance due to its impact on
productivity, profitability, and overall organizational outcomes.
The
performance of employees is often influenced by a variety of factors, including
individual skills, motivation, work environment, leadership, and organizational
culture (Armstrong & Taylor,
2020).
High-performing employees contribute significantly to achieving strategic
goals, while underperformance can hinder progress and reduce competitiveness
(Dessler, 2020).
Motivation,
a key determinant of employee performance, is shaped by intrinsic and extrinsic
factors such as job satisfaction, recognition, compensation, and opportunities
for growth (Herzberg, 1966; Maslow, 1943). Effective leadership is another
critical factor, with transformational and participative leadership styles
positively correlated with enhanced employee performance (Bass & Riggio,
2006).
The
work environment, including factors like organizational culture,
infrastructure, and interpersonal relationships, also plays a pivotal role in
determining performance levels (Robbins & Judge, 2019). A supportive and
inclusive environment fosters engagement and productivity, while toxic
workplaces lead to burnout and decreased efficiency (Schaufeli & Bakker,
2004).
Moreover,
technological advancements and the shift to hybrid work environments
post-COVID- 19 have redefined how performance is measured and managed.
Organizations now focus on both quantitative and qualitative metrics,
emphasizing adaptability, innovation, and collaboration in performance
evaluations (Kumar et al., 2022).
In
conclusion, understanding the dynamics of employee performance requires a
multi-faceted approach that considers individual, organizational, and
environmental factors. This knowledge can guide organizations in designing
effective performance management systems and policies.
The
Dangote Group is one of Africa's largest and most diversified conglomerates, headquartered
in Lagos, Nigeria. Established in 1981 by Aliko Dangote, the company began as a
small trading firm and has grown into a multinational organization operating in
key sectors such as manufacturing, agriculture, energy, and real estate. The
Dangote Group's operations span several African countries, making it a pivotal
driver of economic development and industrialization on the continent (Dangote
Group, 2023).
The
group is most renowned for its cement division, Dangote Cement Plc, which is
the largest cement producer in sub-Saharan Africa. The company dominates the
market with plants in Nigeria, Ethiopia, Senegal, Tanzania, and other African
countries, contributing significantly to infrastructure development across the
continent (Oyewole & Akinlo, 2021).
Besides
cement, the Dangote Group has diversified into sugar, salt, pasta, and
beverages, solidifying its reputation as a key player in the manufacturing
sector (Obinna, 2020).
In
recent years, the group has made significant strides in energy production. The
Dangote Refinery, expected to be one of the largest single-train refineries in
the world, is set to revolutionize Nigeria's oil and gas industry by reducing
the country's dependency on imported petroleum products (Bala-Gbogbo, 2021).
This initiative underscores the group's commitment to addressing critical
economic challenges and fostering industrial growth.
The
Dangote Group’s corporate philosophy emphasizes self-reliance, innovation, and
social responsibility. Through the Aliko Dangote Foundation, the group has
invested in health, education, and poverty alleviation programs, reinforcing
its role as a socially responsible organization (ADF, 2022). The group’s
commitment to excellence and long-term vision has not only contributed to its
success but has also positioned it as a catalyst for sustainable development in
Africa.
In
conclusion, the Dangote Group’s growth trajectory highlights the importance of
diversification, innovation, and strategic investments in driving industrial
and economic development. The company serves as a model for African enterprises
aspiring to compete on the global stage.
Organizational
culture refers to the shared values, beliefs, norms, and practices that shape
the behavior and attitudes of employees within an organization. It serves as
the social glue that binds members together and provides a framework for
understanding workplace interactions and expectations (Schein, 2010).
Organizational culture is deeply embedded in a company's structure, strategies,
and management practices, influencing decision-making, employee engagement, and
overall organizational performance (Hofstede et al., 2010).
(Amah, 2009). Organizational culture has a relationship with the organizational structure in determining the performance of employees. A good example is where the culture of the organization enhances delegation and decision making among the employees of the organization such a culture could be very resistant to centralized decision making However, a culture that supports the organizational structure (and vice versa) can be very powerful (Daft, 2003). organizational culture exacts a positive or negative effect on employee performance depending if such culture is good and suitable or not. Therefore, the responsibility of the management is to enshrine good cultural values which will eliminate negative behavior and enhance the performance of the employees and foster a positive workplace environment or a positive organizational culture. Julie Davoren (2014). Success indicators such as revenues, sales volume, market share, and stock prices leading to realization of the organizations goal are the result of employee performance as a result of good organizational culture. Organizational culture should also take cognizance of the culture of the environment so as not to operate an organization that is antagonistic to the environment as the firm interacts with the wider society for the sale of its goods and services. Therefore, it is pertinent to have good organizational culture that promotes not only the wellbeing of the organization but that of the overall society. Upholding the wrong culture could result in poor employee performance and organizational failure. Therefore, the research seeks to investigate the impact of organizational culture on employee performance. A case study of Dangote group of company
Organizational culture plays a crucial role in shaping employee behavior, motivation, and overall performance. In the context of large conglomerates like the Dangote Group, understanding how different cultural dimensions influence employee performance is vital for maintaining competitive advantage, fostering innovation, and achieving organizational goals. Despite the growing emphasis on the role of organizational culture in enhancing employee productivity, many companies, including Dangote Group, struggle to align their cultural practices with desired performance outcomes.
The specific cultural dimensions of
competitive culture, entrepreneurial culture, consensual culture, and
bureaucratic culture each have distinct impacts on employee performance.
Competitive culture drives performance through a focus on results and rivalry but may lead to stress and burnout. Entrepreneurial culture fosters innovation and risk-taking but may lack structure and consistency. Consensual culture emphasizes collaboration and teamwork but can delay decision-making processes. Bureaucratic culture ensures order and stability but may stifle creativity and adaptability.
In the case of the Dangote Group, which operates in dynamic and diverse sectors, the interplay of these cultural dimensions presents unique challenges. There is limited research on how these specific cultural dimensions impact employee performance in such a large and multifaceted organization. Understanding this relationship is critical for developing strategies to optimize performance while balancing innovation, competitiveness, collaboration, and structure. Denison (1990)
i.
Is there a significant
relationship between competitive culture and employee performance
ii.
Is there a significant
relationship between entrepreneurial culture and employee performance
iii.
Is there a significant
relationship between consensual culture and employee performance
iv.
Is there a significant
relationship between bureaucratic culture and employee performance
The following are the objectives of
this study:
i. To
determine the impact of competitive culture on employee performance
ii. To
determine the impact of entrepreneurial culture on employee performance
iii. To determine the impact of consensual culture on
employee performance
iv. To determine the impact of bureaucratic culture on employee performance
H1: There is a significant relationship between competitive
culture and employee performance
H2: There is a significant relationship between
entrepreneurial culture and employee performance
H3; There is a significant relationship between consensual
culture and employee performance
H4: There is a significant relationship between bureaucratic culture and employee performance
The study shall elucidate on the essence of upholding a good organizational culture and transferring same to new employees in the organization.
The study focuses on the appraisal of the impact of organizational culture on employee performance with a case study of Dangote group
The study was confronted by some constraint including geographical factor and logistics.
Culture: This is considered as the way of life of the
people in a particular place and the arts and other manifestations of human
intellectual achievement regarded collectively.
Performance: The recognition accorded the accomplishment of
an assignment or job in line with pre-determined set standard.
Organization: organization is considered as the group of people working together with common interest and within an instituted structure which defines their roles, responsibility and line of authority with the view of achieving a set goal and objective. All organizations are characterized by a management structure which provides direction of common purpose and which determines relationships between the different activities and organizational employees and subdivides and assigns roles, responsibilities, and authority for the execution of organizational tasks. Organizations consist of open systems that affect and are affected by their environment.
ORGANISATIONAL
CULTURE DEFINED
Organizational culture consists of a framework which
determines the behavior of employees in the organization. It is a pattern of
shared belief, assumptions, values, and beliefs that provide the awareness what
is considered appropriate and inappropriate behavior in an organization.
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